Outlining the profile of tomorrow’s ideal business leader in Greece, today.
After a ten-year period of restructuring of the Greek economy, Greek companies are now faced with the great challenge of a restart, amidst an environment of drastic transformation of the world economy, entrepreneurship, work, as well as of society itself, driven primarily by technological revolution, globalization and demographic change. In parallel, the spread of the COVID-19 pandemic has brought to the forefront a number of new, unprecedented challenges.
In this new, uncertain and fluid environment, Greek business leaders, will need to develop a whole range of new characteristics and skills in order to meet the requirements of their role. These are no longer limited to perceptiveness, business intelligence and determination, but also include sensitivity, empathy, humility, understanding and leveraging technology and innovation, and, of course, business ethics.
At the same time, leadership must be able to inspire and mobilize the human capital. In particular, it needs to inspire the younger generations, which will suffer the most from the effects of the recession in the post-COVID-19 era and will be called upon to contribute to the recovery of the economy and, ultimately, will succeed to the current business leadership.
In this context, we decided to conduct a survey aiming to analyze how business leaders, as well as employees in Greek companies, perceive and experience leadership today, what are the existing constraints, how emerging business challenges affect the role of leadership for the next day, and which is the leadership model that can most safely lead businesses into the next decade.
The gap separating leaderships and the workforce
However, both our qualitative and quantitative research show a significant gap between those who lead and those who follow.
In-depth discussions with job seekers and new employees, highlight significant differences with older generations in terms of their perceptions of their company, their work and their careers. Many of them have attributed less importance to the prospect of a career and becoming a successful executive, instead treating work as a means to achieve personal goals, with free time and enjoying a personal life seen as equally important as remuneration.
The significant differences in perceptions, values and priorities between the leadership of companies and the workforce – younger employees in particular – are highlighted by the findings of our quantitative survey.
Despite the fact that 7 out of 10 employees say that they love their job, younger employees have a more detached attitude toward their job and their company, in stark contrast to the attachment felt by older and more senior colleagues.